We’ve always believed strongly that people are the competitive advantage of organizations today. Not just bodies through the doors though, but rather people who believe in the work they are doing and find meaning in it; people who are enabled to learn and grow both professionally and personally; people who feel like they have a voice at their organization and control over their work.
Portland, Oregon – 1972
A young college dropout wanders into a calligraphy class at Reed College. He becomes fascinated with the art form and starts studying it fervently. It becomes his obsession for the next 18 months.
At this time, Reed College offers some of the highest quality calligraphy instruction in the country, every poster, every drawer on the campus features the delicate lettering. The man soaks it all in, fingers stained with ink – studying the beauty and history; the subtleties and nuances of the written words.
Seth Godin wrote an interesting post about building tribes, communities and organizations that people feel are worth taking care of and worth fighting for. He says one of the key aspects of that is making people feel like they belong.
Godin says that people need to feel an ownership towards something before they will put their time and effort into maintaining it and working to make it grow.
Trust. Like honesty, integrity, and respect, it’s a word we often throw around, but it carries some heavy weight. Trust is something we don’t take lightly. We wouldn’t go to a doctor we didn’t trust, we switch mechanics when we lose trust and relationships fall apart when it’s lacking, however, when it comes to the workplace it would seem that we tolerate a surprising level of distrust.
A mission statement can be a great asset to your organization. When created with thought and skill, it can motivate you and your team towards a common goal and quickly tell clients why they should pay attention to you.
Most organizations realize that they should have a mission statement, mainly because everyone else does. However, a lot don’t realize why it is so important and how they should create it.
It’s no secret what separates average organizations from high-performing extraordinary ones in today’s economy. Highly committed and engaged employees who believe in their organization’s mission and goals and are willing to go above and beyond to achieve them are the secret sauce that sets organizations apart.
Not only do engaged employees contribute to the success of the organization, but they also find great satisfaction in their work.
So how do you build a workforce of engaged employees? What motivates employees to go the extra distance?
You might think it is your senior leaders who matter the most in your organization; the ones planning the future and making the big strategic decisions to move everyone in the right direction.
However, senior leadership matters very little when compared with the really important people in your organization.
These people will make or break the success of your organization. They will drive high levels of productivity or cause it to plummet; they will inspire employees to go above and beyond what’s asked of them or cause continual turnover, bleeding an organization of talent.
Communicating effectively is one of those things that is easy for us to dismiss as a non-issue. With the ability to stay connected to each other 24/7 through calls, texting, email and social media it seems like communicating for business should be a simple process.
However, like it has always been, communication remains a sore point for many organizations. Perhaps even more so these days due to the sheer number of messages we receive on a daily basis and the different ways in which we receive them.
Here are 5 common communication blunders and what you can do to fix them:
Your most important asset is building a culture in which people have the ability to work together, openly share their knowledge and leverage off each other’s insights to create something new and wonderful on an ongoing basis.
Farmers’ Mutual was the largest mutual insurance company in Ontario with 48 brokers representing 80 offices when they contacted BizXcel. They had a staff of 75 employees, most of which had been with the company for many years. They were in the process of moving into a new state-of-the-art facility.
Do you trust senior leadership at your organization? Do you believe what they tell you? If you answered yes, you are in a small minority.
A recent article in Municipal World called “What leaders should know about building trust” by Nan Russell lays down the stark facts about trust and leadership in today’s business environment.
A national survey conducted by the Canadian Management Centre and Ipsos Reid revealed that a staggering 61 percent of Canadian employees do not trust senior leaders in their organization and only 39% believe what those leaders say.